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Denmark

Recommendations from growth teams (DK0042)

Overview

At-a-Glance

Action Plan: Denmark Action Plan 2013-2014

Action Plan Cycle: 2014

Status: Inactive

Institutions

Lead Institution: NA

Support Institution(s): The business community

Policy Areas

Private Sector

IRM Review

IRM Report: Denmark End-of-Term Report 2014-2016

Starred: No

Early Results: Did Not Change

Design i

Verifiable: No

Relevant to OGP Values: Not Relevant

Potential Impact:

Implementation i

Completion:

Description

The Government has set up eight growth teams which, in close dialogue with the business community, are to carry out an examination of growth conditions in business areas where Danish companies have international competitive power. The objective is to identify specific measures that can improve the companies’ productivity and development opportunities for the purpose of contributing to growth and employment in Denmark. Against the background of recommendations from the various growth teams, the Government will present specific initiatives for how the recommendations can be implemented. The business community and stakeholders will be involved in the process on an ongoing basis and will also be permanent sparring partners when the Government’s growth plans are to be carried out. In addition, the business community has actively assumed responsibility for implementing specific growth plan initiatives.

IRM End of Term Status Summary

Commitment 9. Recommendations from growth teams

Commitment Text:

The Government has set up eight growth teams which, in close dialogue with the business community, are to carry out an examination of growth conditions in business areas where Danish companies have international competitive power. The objective is to identify specific measures that can improve the companies’ productivity and development opportunities for the purpose of contributing to growth and employment in Denmark.

Against the background of recommendations from the various growth teams, the Government will present specific initiatives for how the recommendations can be implemented. The business community and stakeholders will be involved in the process on an ongoing basis and will also be permanent sparring partners when the Government’s growth plans are to be carried out. In addition, the business community has actively assumed responsibility for implementing specific growth plan initiatives.

Responsible institution: None specified

Supporting institution(s): The business community

Start date:  Not specified             End date: Not specified

Commitment Aim:

Commitment 9 feeds into Denmark’s overall Growth Plan aimed at strengthening the country’s business environment and attracting international investments to decrease unemployment and improve living standards. The growth teams predate the second action plan and have been a part of Denmark’s innovation strategy since 2012.

The growth teams are composed of different stakeholders from public administration, the private sector, various associations and academia. The growth team on ICT and digital growth, for instance is composed of board members and CEOs of major companies as well as of renowned think tank figures.[Note 32: Growth teams for ICT and digital growth, Danish Business Authority, https://erhvervsstyrelsen.dk/vaekstteam-ikt-og-digital-vaekst%5D

Status

Mid-term: Complete

This commitment was fully implemented by the mid-term progress report.

The last of the eight growth teams concluded its work in 2014. Recommendations from these teams were incorporated into individual growth plans.[Note 33: Growth plan Denmark – strong businesses more jobs, Ministry of Finance, http://www.fm.dk/publikationer/2013/vaekstplan-dk-staerke-virksomheder-flere-job/%5D In 2014, the government released an “Agreement on Growth Package 2014,” which constitutes the follow-up on the growth teams’ recommendations as well as those of a productivity commission - it aims to reduce the cost of doing business and boost productivity in Denmark.[Note 34: Page 11, Report on Growth and Competitiveness 2014, The Danish Government, https://www.evm.dk/english/~/media/files/2014/14-10-10-report-on-growth.ashx%5D This was the second Danish growth plan[Note 35: Danish Government presents new growth plan, Ministry of Foreign Affairs, http://www.investindk.com/News-and-events/News/2014/Danish-Government-Presents-New-Growth-Plan%5D- the third had been released by the time of writing.[Note 36: Growth and Development in Denmark, Danish Business Authority, http://evm.dk/publikationer/2015/15-11-23-vaekst-og-udvikling-i-hele-danmark%5D For further information, please see the IRM mid-term progress report.[Note 37: Denmark IRM mid-term report 2014-15, http://www.opengovpartnership.org/sites/default/files/Denmark_IRM%20Progress%20Report%202014-15_Final_eng.pdf%5D

Did it open government?

Access to information: Did not change

Civic Participation: Did not change

Public Accountability: Did not change

As this commitment does not pertain to any OGP values, no relevance coding has been performed for the “did it open government” question. However, several recommendations from the growth teams were incorporated into new growth plans, which did result in policy changes.

To gain OGP value relevance, the commitment would have to be redrafted to include focus areas such as combating corruption – it would also need to have a specific public-facing mechanism.

Carried forward?

As noted in the IRM progress report, the IRM researcher believes the government could use the growth teams concept as a new model for public engagement in policy making. New growth teams could:

•       be organized around policy areas beyond business development, such as open data, freedom of information, transparency in local government, welfare, political party financing, etc.

•       involve different stakeholders including, but not limited to, government officials, civil society organizations, and academics depending on the policy area

•       produce reports with recommendations discussed formally by government officials and incorporated into government strategy

•       develop clear guidelines explaining what mechanism or intervention would translate the growth teams’ information into consequences or change 


Denmark's Commitments

  1. Open data for citizens and media

    DK0050, 2017, E-Government

  2. Data registers on a shared public distribution platform

    DK0051, 2017, E-Government

  3. Information portal for day-care facilities

    DK0052, 2017, E-Government

  4. Open data and Smart City forum

    DK0053, 2017, Capacity Building

  5. Open Data DK

    DK0054, 2017, Capacity Building

  6. Overview of own cases and benefits

    DK0055, 2017, E-Government

  7. Nationwide deployment of telemedicine

    DK0056, 2017, E-Government

  8. My Log

    DK0057, 2017, E-Government

  9. Civil Society National Strategy

    DK0058, 2017, Marginalized Communities

  10. Report a rule

    DK0059, 2017, E-Government

  11. OGP Forum

    DK0060, 2017, OGP

  12. Denmark’s country program for Uganda

    DK0061, 2017, Aid

  13. The 18th International Anti-Corruption Conference

    DK0062, 2017, Anti-Corruption Institutions

  14. IATI (International Aid Transparency Initiative)

    DK0063, 2017, Aid

  15. Service check of local government consultations

    DK0034, 2014, Public Participation

  16. Call on all municipalities to facilitate advance voting

    DK0035, 2014, Marginalized Communities

  17. Letter of invitation to first-time voters urging them to vote

    DK0036, 2014, Marginalized Communities

  18. User friendliness requirements regarding digital self-service solutions

    DK0037, 2014, Capacity Building

  19. Plan for inclusion during the transition to digital communication

    DK0038, 2014, Capacity Building

  20. Common public sector digital communication campaign

    DK0039, 2014, Capacity Building

  21. Principles for collaboration on the modernisation of the public sector as well as the establishment of a centre for public innovation

    DK0040, 2014, Capacity Building

  22. “Free Municipality” pilot projects

    DK0041, 2014, Subnational

  23. Recommendations from growth teams

    DK0042, 2014, Private Sector

  24. Strategy for Digital Welfare

    DK0043, 2014, E-Government

  25. Implementation of a new charter for interaction between Volunteer Denmark/Associations Denmark and the public sector

    DK0044, 2014, Civic Space

  26. “Open Data Innovation Strategy” (ODIS)

    DK0045, 2014, Capacity Building

  27. Data Distributor for the distribution of basic data

    DK0046, 2014, Open Data

  28. Open Government Camp 2014

    DK0047, 2014, Capacity Building

  29. Open Government Assistance to Myanmar

    DK0048, 2014, Aid

  30. Opening key public datasets

    DK0049, 2014, Capacity Building

  31. Online Open Government Partnership community

    DK0001, 2012, E-Government

  32. Online OGP handbook for public authorities and institutions

    DK0002, 2012, E-Government

  33. Starred commitment Management labs and new forms of co-operation

    DK0003, 2012, Public Participation

  34. Consultation and Transparency of Development Aid Programmes: Design aid programmes

    DK0004, 2012, Aid

  35. Innovate with Aarhus

    DK0005, 2012, Capacity Building

  36. Citizen self-services: Increasing the use of user ratings in the citizen’s port borger.dk

    DK0006, 2012, E-Government

  37. Open Government Camp

    DK0007, 2012, OGP

  38. Renewed effort for open government data

    DK0008, 2012, E-Government

  39. Regional initiative on open data

    DK0009, 2012, Open Data

  40. Reuse of open source software in the public sector

    DK0010, 2012, E-Government

  41. Citizen self-services: Binding guidelines for self-service solutions

    DK0011, 2012, Capacity Building

  42. Citizen self-services: Guidance and information on accessibility to digital solutions

    DK0012, 2012, E-Government

  43. Citizen self-services: Peer-to-peer learning programmes to help citizens use digital self-service

    DK0013, 2012, Capacity Building

  44. Citizen self-services: Location-based content and re-use of content in borger.dk

    DK0014, 2012, E-Government

  45. Less reporting through increased re-use of key data

    DK0015, 2012, E-Government

  46. MyPage” for businesses

    DK0016, 2012, E-Government

  47. Companies to be “born digitally”

    DK0017, 2012, E-Government

  48. Creating a mediation and complaints institution for responsible business behaviour

    DK0018, 2012, Human Rights

  49. International human rights conference

    DK0019, 2012, Human Rights

  50. Promote social responsibility in the fashion business

    DK0020, 2012, Private Sector

  51. Reporting on human rights and the climate

    DK0021, 2012, Human Rights

  52. Country by country reporting in the extractive and forestry industries

    DK0022, 2012, Extractive Industries

  53. Legislative principles for the digital age

    DK0023, 2012, Legislature

  54. Consolidated key data

    DK0024, 2012, E-Government

  55. App Store for digital learning resources

    DK0025, 2012, E-Government

  56. Starred commitment Preparing a digital reform of the public welfare areas

    DK0026, 2012, E-Government

  57. Consultation and Transparency of Development Aid Programmes: Transparency in aid

    DK0027, 2012, Aid

  58. Tracking progress of universities’ transition to digital-only administrative communication

    DK0028, 2012, Education

  59. Disclosure of status reporting from the National IT Project Council

    DK0029, 2012, E-Government

  60. Overview of public ICT architecture

    DK0030, 2012, E-Government

  61. Publication of Educational Materials on the Government’s ICT Project Model

    DK0031, 2012, Capacity Building

  62. Smart Aarhus and Smart Region: Smart Aarhus

    DK0032, 2012, E-Government

  63. Smart Aarhus and Smart Region: Smart Region

    DK0033, 2012, E-Government